Talent Management Assessment Center Best Practices Webinar

Hudson Talent ManagementAssessment & Development Centres Assessment & Development Centres Competency Modeling Competency Modeling Individual Assesment Individual Assesment Leadership D

Sponsored by Hudson (http://us.hudson.com)

Who We Are?

Hudson is a leading provider of permanent recruitment,

contract professionals and talent management solutions

worldwide

We help our clients achieve greater organizational

performance by assessing, recruiting and developing the

best and brightest people for their business.

The company employs approximately 3,600 professionals,

speaking multiple languages in 25 countries, operating in

four regions (Americas, Europe, Asia, & Australasia).

http://us.hudson.com

TALENT MANAGEMENT

PERMANENT &

CONTRACT

RECRUITMENT

CONSULTING & CONTRACT PROFESSIONALS

Our Global Services

Hudson Talent Management

Assessment &

Development Centres

Assessment &

Development Centres

Competency Modeling

Competency Modeling

Individual Assesment

Individual Assesment

Leadership Development &

Coaching

Leadership Development &

Coaching

Succession Planning

Succession Planning

Performance Management

Hudson Talent Management

Graduate Recruitment

Graduate Recruitment

Hudson’s Talent Management Solutions can be integrated into the

recruitment process and HR initiatives to drive performance and align with the companies objectives

• Standardized global methodology supports pan-national

projects

• One of the worlds largest talent management consultancies

• 400 experienced professionals across the globe

• Dedicated R&D Centers with highly skilled technical experts

• Hudson offers a comprehensive talent management and

consulting service in assessment including:

Hudson Assessment Suite

• Job & Competency Profiling

Transforming Business

Performance

Hudson Research Programs

intelligence on the forces that impact career decisions and business performance Check out Market Insights at www.us.hudson.com

insight into a variety of workplace trends and issues Our programs have included:

Trends & Topics Surveys

– Topics include aging workforce, work-life balance,

absenteeism and more

In-Depth Research Initiatives & White Papers

– Retention Initiatives, Compensation & Benefits,

Pay & Performance, and Independent

Professionals

Labor Market Who’s Got The Power?

Employers?

5Employees?

Managing The Talent War

The war for talent exists, organizations need to address the

workforce gaps and their future potential to remaincompetitive.

Issues that need to be addressed include:

• How do I find and grow my knowledge workers and leaders?

• How large is the gap between my needs and reality?

• Buying talent will not be sufficient as a solution to meet my business needs.

• Growing talent internally is key, but how?

• We must retain talent, but how?

Hudson Global HR Insight

In March/April 2009 Hudson conducted a global survey across

30 countries with HR leaders exploring how HR priorities and

challenges have changed during the global economic downturn.

Key Findings:

• There has been a clear shift from talent attraction to talent engagement, organizational development and people

development.

• 79% of North American companies reported that their HR

strategy incorporates downsizing Internal talent assessment

is a key focus for 52% of these organizations

• Employees with the most potential will take care of the high impact roles and high value specialists to fulfill their complex jobs A key question is: Do companies know where their high potentials are and what roles they can fit?

Winning The Battle For

Hearts And Minds

In order to achieve increased performance

management must fully unlock the potential of their

people.

• Organizations need to increase objectivity for internal

promotion

• They need to minimize poor hiring decisions

• Identify high potentials for fast track development

• Utilize a consistent and reliable measurement of important competencies

• Create and deliver a powerful learning experience for

participants

• Provide transparency, equal opportunity & fairness for all

“If you want 1 year of prosperity, grow grain

If you want 10 years of prosperity, grow

trees If you want 100 years of prosperity,

grow people.”

— Ancient Chinese Proverb

The Importance Of Career

Source : Hudson / Vlerick Hipo Research Study

Identifying & Developing Top Talent

Productivity High Complexity Jobs

Average

Performer Top Performer Performer Average Top Performer Performer Average Top Performer

Journal of Applied Psychology

Clusters of HiPo Competencies

Research: University of Brussels

Through Principal Factor Analysis a cluster of three competencies was detected

explaining 70% of variance between HiPo’s and others

Source: The Journal of Management Development

Increasing “Fit” To Drive Performance & Retention

“How They’ll Do

It”

(How they

approach work)

Talent Assessment

development of the process organizations will use to evaluate

performance and potential, and to identify future leaders,

successors, and/or high potential employees.

needs

two concepts are different Assessment is used to determine what a person knows or can do, while evaluation is used to determine the worth or value of a course or program Assessment data effects

What Types of Assessment?

How can organizations assess existing staff to track high

potentials and ensure new hires meet the future needs of the business?

Assessment:

• Online Psychometric Assessments

• Leadership/Management Assessment Batteries

• Assessment and Development Centers

• 360 degree feedback surveys and business assessments

• Competency model profiling, behavioral based

interviews, multi-rater assessment tools

Match employees performance data with their assessment data Statistically analyze data to

determine which assessment(s) scale(s)

predict on-the-job performance Develop recommendations and plans regarding future

assessment and selection

Assessment/Development Centers?

What is an assessment/development center?

An assessment/development center is a process designed to identify an individual’s strengths, weaknesses, and potential in a current or future role

The assessment process is characterized by:

– Multiple participants rated by multiple assessors on several varied exercises – Many of these exercises are designed to assess competencies

– Data integration: a structured evaluation of the participant in which assessors present objective evidence and reach a consensus decision

The outcome of an assessment/development center are:

– Written reports detailing a participant’s competencies as they relate to job requirements

– One-to-one sessions examining the reports

Why Assessment Centers?

methodologies to achieve the best possible predictor of future performance

candidate strengths and weaknesses

– save money over time

leadership pipeline – allowing organizations to develop training strategies to further develop and grow talent

assessment/coaching skills

Assessment Centers Drive Performance

Do they have the required technical skills?

Do they have the experience and understanding necessary?

Can they demonstrate the behaviours necessary for high performance?

Do they have development potential?

Will aspects of the role motivate them?

Does the role meet their current career objectives?

Questions

Capability Demonstrated competencies

Attributes Behaviours that infer potential

Motivational Fit

Career Fit

Preferential Interviewing

Behavioural Interviewing

Psych Assessment

Behavioural Interview

Resume Screening Technical Tests

Preferential Interview

…and Tools To Assess Each Area

Assessment Centers

Advantage

• Most powerful tool to predict

profile you hire – saves

money over time

• Hiring managers can be

involved and refresh their

own assessment/coaching

skills

• Performance and potential

• Broad range of competences,

individually or in group

• Wealth of information

available to feedback to all

involved

• Offers great opportunity to

seal psychological contract

Disadvantage

• Time investment required from candidate – though they get more in-depth feedback in return and can also make an informed decision

• Relatively expensive in short term – though saves money

in the long run

Case Study A -

Assessment Center’s ROI In The Selection Process

Client Issue:

Very high personnel turnover

• Young graduates selection procedure

• Only one interview

• Or a full assessment center (interview, BAQ, RAT, simulation exercises, etc.)

AC Objective:

Reduce the turnover of personnel

• What is the percentage of ‘young graduates’ who left the

company within the first 3 years?

• What is the difference between the young graduates who

were selected versus an interview and the young graduates who were selected versus an AC?

Case Study A-

Assessment Center’s ROI In The Selection Process

The turnover of personnel was reduced by 41%.

Case Study B –

Talent Management Assesses Future Leaders

Challenge

• The client, one of the world’s largest energy companies, had

a program grooming high-potential employees for career

advancement opportunities and broader leadership

responsibilities

• In 2008, the company revamped the process used to select employees for the program, making it more systematic and rigorous

• As a result, the company needed a service provider with

talent assessment expertise to evaluate candidates in the United Kingdom, the United States and Asia

• Hudson was selected as the company’s partner because of our robust methodology, global reach, the quality of our

assessors and the cost-effectiveness of our offerings.

Case Study B –

Talent Management Assesses Future Leaders

Solution

• Hudson’s Talent Management team conducted a series of

meetings to learn about the company’s culture, values and leadership framework Based on that background, we

developed assessment materials that were uniquely suited to the client’s leadership development program and trained our assessors to apply their high standards during interactions with candidates

• In late 2008, we conducted assessments at three sites:

London, Houston and Singapore Some candidates were at a relatively early stage in their career with the client, while

others had already attained senior-level positions The type of assessments administered varied accordingly

• Overall, about 85 candidates went through a series of ability and personality tests, simulation exercises, business case

studies, interviews and group discussions

development efforts to ensure their high-potential employees can continue to progress throughout their careers

• Candidates – many of whom had never been through an

assessment program before – came away with a better

understanding of their strengths, weaknesses and opportunities for personal development Even those who did not make it into the leadership program found the experience valuable.

• The client was highly satisfied

• Identifying talent is going to become more

vital with the predicted skills shortage and

therefore more science must be added to the

selection process

• Although it may look like an additional cost,

adding science to selection can save

thousands in the future

• It is important to identify the right solution

for your organization and the types of roles

you hire

• Whatever you do, always start with the right

competencies for each role and build from

there

• Always remember, high potential is

developed through a solid understanding of

competency and behavior